Difficult Conversations

How to Discuss What Matters Most

Bruce Patton, Douglas Stone, Sheila Heen , Roger Fisher

$32.99

Paperback

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English

Penguin
25 May 2000

Social, group or collective psychology; Business communication & presentation; Health & Self-Help; Self-help & personal development

What is a difficult conversation? Asking for a pay rise, saying 'no' to your boss or spouse, confronting a friend or neighbour, asking a difficult favour, apologizing. We all have conversations that we dread and find unpleasant. But can we develop the skills to make such situations less stressful and more productive?

Based on fifteen years of research and consultations with thousands of people, DIFFICULT CONVERSATIONS pinpoints what works. Use this ground-breaking, step-by-step book to turnyour difficult conversations into positive, problem-solving experiences.

By: Bruce Patton, Douglas Stone, Sheila Heen
Foreword by: Roger Fisher
Imprint: Penguin
Country of Publication: United Kingdom
Dimensions: Height: 197mm, Width: 129mm, Spine: 17mm
Weight: 195g
ISBN: 9780140277821
ISBN 10: 014027782X
Pages: 272
Publication Date: 25 May 2000
Audience: General/trade , College/higher education , Professional and scholarly , ELT Advanced , Primary
Format: Paperback
Publisher's Status: Active

Sort out the three conversations; stop arguing about who's right - explore each other's stories; don't assume they meant it disentangle intent from impact; abandon blame - map the contribution system; have your feelings (or they will have you); ground your identity - ask yourself what's at stake; what's your purpose - when to raise it and when to let go; getting started - begin from the third story; learning - listen from the inside out; expression - speak for yourself with clarity and power; problem-solving - take the lead; putting it all together.

Douglas Stone, Bruce Patton and Sheila Heen work for the Harvard Negotiation Project.

Reviews for Difficult Conversations: How to Discuss What Matters Most

Valuable analysis of just about any verbal interaction which goes beyond 'pass the butter, please'. Everybody has 'discussions' like the examples given here: where neither side says what's really on their mind, nobody is truly satisfied with the outcome and both parties come away with bad feelings, facing future awkwardness, resentment or worse. The authors hail from the Harvard Negotiation Project, part of Harvard Law School, and provide an intriguing breakdown of conversations into different formats, suggest some surprising new ways of looking at what's going on, learnign from the situation and adopting different strategies to resolve problems. (Kirkus UK)